What is the corporate culture model with China characteristics?

Corporate culture, concept is king. Behind Japanese corporate culture is Japanese philosophy, while behind American corporate culture is western philosophy. The corporate culture model with China characteristics is to create a China management model based on China's philosophy and truly in line with the lifeline of China's corporate culture. Such a corporate culture model must have the following characteristics: First, the corporate culture model with China characteristics cannot bypass the modern enterprise system to talk about corporate culture. The core of modern enterprise system in China is enterprise ownership. Unclear definition of property rights and confusion of enterprise ownership are the biggest obstacles to the failure of corporate culture from virtual to real. This problem not only stays in the management of state-owned assets of state-owned enterprises, but also involves the restructuring of collective enterprises and the clarity of property rights of private enterprises. The more general enterprise reform lies in establishing and perfecting the corporate governance structure of the board of directors, the board of supervisors and the executive organs. China's commercial law is trying to eliminate the traditional method of dividing enterprises according to ownership by the whole people, collectives, private enterprises and individual proprietorships, and replace it with the method of dividing enterprises according to existing forms by individual proprietorships, partnerships, companies and joint-stock cooperation. As we know, the form of property right with absolute control of ownership is the most stimulating distribution mode from the perspective of management, which determines the existence value of subject philosophy from the perspective of philosophy; In the final analysis, corporate culture is a matter of corporate philosophy. Without a clear ownership system, it is difficult for corporate culture to stimulate the real potential of human resources. Such an example is a typical comparison of corporate culture construction between state-owned enterprises and private enterprises. Second, the corporate culture model with China characteristics should be based on China's excellent traditional culture and its philosophical background. Since the Opium War, the people of China have been seeking a development model that truly conforms to the characteristics of the Chinese nation in the fierce struggle between Chinese style and westernization. Now many people are talking about the great rejuvenation of the Chinese nation, and many enterprises have begun to shape their own enterprises under the guidance of traditional culture. However, at least in the field of enterprise management and corporate culture, every beautiful rain in Europe is clamor and blind obedience, which shows that our enterprise managers have not deeply reflected on what our own corporate culture model with China characteristics is. Of course, as the main disseminators of business philosophy, consulting companies, training companies and major mainstream media have the responsibility to speculate, but the party who pays the bill cannot shirk its responsibility. Concept determines behavior, and the lack of independent and highly guiding ideas in the process of exploring how enterprises develop will inevitably lead to more and more tuition fees for enterprises, which are worthless and ineffective. Thirdly, the corporate culture model with China characteristics should use China's excellent philosophy to control western management skills. We must admit that China enterprises are absorbing western excellent management ideas and systems on a large scale in the process of enterprise reform, and are playing a huge role in the process of dialectical application. This problem should be viewed from two aspects. First of all, we should think about why Japan, South Korea, Singapore and other Southeast Asian countries and Hong Kong SAR can fully realize the integration of Chinese and Western cultures while maintaining their own strong value system. The key to this is probably its high maintenance of historical traditions. However, after many times of self-denial marked by the May 4th Movement and the Cultural Revolution, China culture fell into an extremely chaotic and pluralistic state of philosophy and values. Today, it has not been significantly improved because of the process of economic integration, industrial modernization and urbanization. This is where China should learn from Japan and South Korea. Secondly, we should think about the fundamental concept of "backwardness is superiority". The biggest advantage of latecomers lies in their acquisition and innovation, that is, they can integrate the advantages and resources of enterprise management all over the world for China to use at the greatest speed and scope, and on this basis, they can innovate their own things in China. There are two points to emphasize here: 1) The enterprise management circles should establish a firm responsibility to create a management model with China characteristics, and build a framework for absorbing foreign excellent management resources under the guidance of China's excellent traditional philosophy and culture around such core values. 2) Strengthen the ability of dialectical analysis, don't treat foreign cultural rubbish as a cure, and don't copy the western system that is not suitable for China characteristics. Some books came to China from the United States in the 1940s with quantitative research forms. We don't object to the application of cases, but if it spreads, it will do great harm to the management of Chinese enterprises. Some books are translated and advertised with the so-called latest achievements of a research institution in Germany. From the perspective of openness, there is no place in China that can be applied to enterprises. We are not opposed to doing research, but it is still far from practice. Fourthly, the corporate culture model with China characteristics should fully show the "personality" of China enterprises. Yin Mingshan, chairman of Lifan Group, put it well: "People are different, and flowers are red." This feature also encounters two common questions: Who does the corporate culture belong to? How does corporate culture reflect corporate characteristics? First, corporate culture is neither boss culture nor entrepreneur culture, no matter at which stage of enterprise development. Culture is a group concept and cultural phenomenon is a group phenomenon. People who describe corporate culture as boss culture lack a basic understanding of the principles of human leadership behavior. No matter how good a leader is, he can't succeed if he doesn't instill it in his followers. A follower, if he doesn't agree with the values of the leader, will eventually break away from the ranks of followers. Only by recognizing and accepting the values that at least do not oppose the leader can he act, and constantly innovate, improve and supplement the leader's ideas in his behavior process, and finally form a cultural system with the leader's spirit as the core and followers. The understanding of corporate culture only stays in people who think it is boss culture, and there is no clear understanding of their role in the enterprise. Too extreme views will lead to the separation of form and spirit in the implementation of corporate culture. People who talk about corporate culture think that they are leading their own culture, not their own culture. In this state of mind, it is difficult for corporate culture to really change from virtual to real. Of course, the design of property right system is the most perfect foundation for the implementation of corporate culture. Ordinary employees also have shares in enterprises. Of course, he said that culture is also his own. But things are not absolute. More often, the employee stock ownership plan of Chinese enterprises is just a dream, but the fact that the enterprise has no shares does not mean that you are not a member of the enterprise, and you are detached from the corporate culture. This requires a professional vision. What's more, it is very superficial to regard the representation of corporate culture as the embodiment of entrepreneur personality. We emphasize that enterprise culture is mainly based on entrepreneurship, but enterprise culture belongs to most enterprise personnel with enterprise leaders as the core. Secondly, the most important fulcrum of corporate culture implementation is corporate philosophy and core values. Only by grasping this point firmly can we highlight our own corporate characteristics in the construction of corporate culture. If the corporate philosophy highlights the characteristics of enterprises in China, then the core values are to highlight the characteristics of individual enterprises in China. It is the most important thing to refine the core values contained in the enterprise and establish a core value system around the core values. At present, the spiritual and cultural refinement of domestic enterprises is still in the slogan stage. In addition to outdated content, confused expression and unclear concept, the most important thing is that they don't know how to run spiritual culture through the process of enterprise management, stay in formalism, and slogans are seriously out of touch with enterprise behavior and employee behavior. In our opinion, it is not the most important word that China enterprises should use to express their corporate philosophy and value system. The key is to truly capture the way and spirit of the enterprise, and get clear and unified among most employees in enterprise management, and finally form a * * * behavior pattern. In other words, the common problem in the corporate culture model of China enterprises at present lies in the lack of some elements of the corporate philosophy system, which is manifested in the lack of vision and mission, the confusion of the value system, putting all values together and not highlighting the core values. It makes the implementation of corporate culture less instructive. The above four standards are not only the basic connotation of corporate culture model with China characteristics, but also the four basic principles to guide the construction of corporate culture in China and the four standards to measure the phased achievements of corporate culture.